PDF가 표시되지 않으면 여기를 클릭하여 다운로드

1
Acharya, C./Modular interconnected processes, fluid partnering, and innovation speed: A loosely coupled systems perspective on B2B service supply chain management/Industrial Marketing Management/2020/89/209~219// Google Scholar ›
2
Aguilera, R. V./Corporate governance deviance/Academy of Management Review/2018/43(1)/87~109// Google Scholar ›
3
Aldrich, H./Boundary spanning roles and organization structure/Academy of Management Review/1977/2(2)/217~230// Google Scholar ›
4
Amabile, T. M./Changes in the work environment for creativity during downsizing/Academy of Management Journal/1999/42(6)/630~640// Google Scholar ›
5
Arango-Vasquez, L./Organizational couplings: A literature review/Innovator/2021/31(79)/161~178// Google Scholar ›
6
Bahemia, H./The timing of openness in a radical innovation project, a temporal and loose coupling perspective/Research Policy/2018/47(10)/2066~2076// Google Scholar ›
7
Barki, H./A model of organizational integration: Implementation effort, and performance/Organization Science/2005/16(2)/165~179// Google Scholar ›
8
Battilana, J./Change agents, networks, and institutions: A contingency theory of organizational change/Academy of Management Journal/2012/55(2)/381~398// Google Scholar ›
9
Beekun, R. I./Organization structure from a loose coupling perspective: A multidimensional approach/Decision Science/2001/32(2)/227~250// Google Scholar ›
10
Berente, N./Institutional contradictions and loose coupling: Postimplementation of NASA's enterprise information system/Information Systems Research/2012/23(2)/376~396// Google Scholar ›
11
Bernard, C. I./The degrees of freedom problem: How to guide trajectories with the dynamic safety model to assist activity in loosely coupled work systems/Safety Science/2020/127/~//10.1016/j.ssci.2020.104712 Google Scholar ›
12
Briscoe F./Overcoming relational inertia: How organizational members respond to acquisition events in a law firm/Administrative Science Quarterly/2011/56(3)/408~440// Google Scholar ›
13
Brunsoni, S. A./Managing knowledge in loosely coupled networks: Exploring the links between product and knowledge dynamics/Journal of Management Studies/2001/38(7)/1019~1035// Google Scholar ›
14
Brusoni, S./Knowledge specialization, organizational coupling, and the boundaries of the firm: Why do firms know more than they make?/Administrative Science Quarterly/2001/46(4)/597~621// Google Scholar ›
15
Burke, W. W./Changing loosely coupled systems/Journal of Applied Behavioral Science/2014/50(4)/423~444// Google Scholar ›
16
Burns, H. C./Working alone together: Coordination in collaboration across domains of expertise/Academy of Management Journal/2013/56(1)/62~83// Google Scholar ›
17
Covaleski, M. A./Budgeting as a means for control and loose coupling/Accounting, Organizations, and Society/1983/8(4)/323~340// Google Scholar ›
18
Dimaggio, P. J./The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields/American Sociological Review/1983/48(2)/147~160// Google Scholar ›
19
The Contingency Theory of Organizations/Donaldson, L./Sage Pub/2001/~/// Google Scholar ›
20
Duncan, R. B./Characteristics of organizational environments and perceived environmental uncertainty/Administrative Science Quarterly/1972/17(3)/313~327// Google Scholar ›
21
Eisenhardt, K. M./Theory building from cases: Opportunities and challenges/Academy of Management/2007/50(1)/25~32// Google Scholar ›
22
Elsayed, K./Does CEO duality really affect corporate performance?/Corporate Governance: An International Review/2007/15(6)/1203~1214// Google Scholar ›
23
Englmaier, F./Organization design and firm heterogeneity: Towards an integrated research agenda for strategy/Organization Design/2018/(40)/229~252// Google Scholar ›
24
Fusarelli, L. D./Tightly coupled policy in loosely coupled systems: Institutional capacity and organizational change/Journal of Educational Administration/2002/40(6)/561~571// Google Scholar ›
25
Gavetti, G./Cognition and hierarchy: Rethinking the microfoundations of capabilities’ development/Organization Science/2005/16(6)/599~617// Google Scholar ›
26
Gilbert, C. G./Unbundling the structure of inertia: Resource versus routine rigidity/Academy of Management Journal/2005/48(5)/741~763// Google Scholar ›
27
Giudici, A./Open-system orchestration as relational source of sensing capabilities: Evidence from a venture association/Academy of Management Journal/2018/61(4)/1369~1402// Google Scholar ›
28
Golafshani, N./Understanding reliability and validity in qualitative research/The Qualitative Report/2003/8(4)/597~607// Google Scholar ›
29
Graebner, M. E./Momentum and serendipity: How acquired leaders create value in the integration of technology firms/Strategic Management Journal/2004/25(8/9)/751~777// Google Scholar ›
30
Qualitative Research Methodologies in Workplace Contexts/Green, J./Edward Elgar/2021/114~132///Testimonio: artful inquiry into counter-stories of people on the margins Google Scholar ›
31
Griffin, M. A./When is more uncertainty better? A model of uncertainty regulation and effectiveness/Academy of Management Review/2020/45(4)/745~765// Google Scholar ›
32
Grodal, S./Achieving rigor in qualitative analysis: The role of active categorization in theory building/Academy of Management Review/2021/46(3)/591~612// Google Scholar ›
33
Hagan, J./Ceremonial justice: Crime and punishment in a loosely coupled system/Social Forces/1979/58(2)/506~527// Google Scholar ›
34
High, R./Creating and maintaining coherency in loosely coupled systems/IBM Systems Journal/2008/47(3)/357~376// Google Scholar ›
35
Hillman, A. J./Resource dependence theory: A review/Journal of Management/2009/35(6)/1404~1427// Google Scholar ›
36
Huang, K./Resource tangibility and patterns of interaction in a publicly funded health and human services network/Journal of Public Administration Research and Theory/2007/17(3)/435~454// Google Scholar ›
37
Hughes, D./The Loosely-coupled component Infrastructure/2012 IEEE 11th International Symposium on Network Computing and Applications/2012//236~243/ Google Scholar ›
38
Iverson, R. D./The role of employee commitment and trust in service relationships/Marketing Intelligence & Planning/1996/14(3)/36~44// Google Scholar ›
39
Jay, J./Navigating paradox as a mechanism of change and innovation in hybrid organizations/Academy of Management Journal/2013/56(1)/137~159// Google Scholar ›
40
전이영/제도적 압력에 대한 기업의 반응과 지배구조의 조절효과: 장애인의무고용제도를 중심으로/인사조직연구/2017/25(4)/173~208/한국인사조직학회/http://dx.doi.org/10.26856/kjom.2017.25.4.173 Google Scholar ›
41
정동일/전 범위 리더십 모델로 본 코리안리의 성공적인 변화와 박종원 사장의 리더십/Korea Business Review/2013/17(3)/53~88/한국경영학회/ Google Scholar ›
42
Kahn, K. B./Logistics and interdepartmental integration/International Journal of Physical Distribution & Logistics Management/1996/26(8)/6~14// Google Scholar ›
43
Kim, K./CEO duality leadership and corporate diversification behavior/Journal of Business Research/2009/62(11)/1173~1180// Google Scholar ›
44
김용근/SNA 기법을 활용한 과학적 조직재설계 - 철강관련 A社 사례를 중심으로 -/Korea Business Review/2016/20(4)/27~44/한국경영학회/ Google Scholar ›
45
King, B. G./Finding the organization in organizational theory: A meta-theory of the organization as a social actor/Organization Science/2010/21(1)/290~305// Google Scholar ›
46
Korea Audit Bureau of Certification/ABC, 2020 Daily Newspaper Publication and Paid Edition Announcement/Korea Audit Bureau of Certification/2020/~// Google Scholar ›
47
Statistical Data for 2021/http://www.presskorea.or.kr/Korea Newspaper Association///2021 Google Scholar ›
48
Laanti, R./How well do traditional theories explain the internationalization of service MNEs from small and open economies?-Case: national telecommunication companies/Management International Review/2009/49(1)/121~143// Google Scholar ›
49
Lamont, M./The study of boundaries in the social sciences/Annual Review of Sociology/2002/28(1)/167~195// Google Scholar ›
50
Larsson, R./Case survey methodology: Quantitative analysis of patterns across case studies/Academy of Management Journal/1993/36(6)/1515~1546// Google Scholar ›
51
이원희/변혁적 리더십에 의한 고성과 작업시스템의 실현: (주)아트라스BX의 사례/Korea Business Review/2011/15(1)/61~96/한국경영학회/ Google Scholar ›
52
Levinthal, D./Three facets of organizational adaptation: Selection, variety, and plasticity/Organization Science/2015/26(3)/743~755// Google Scholar ›
53
Li, P. P./Organizational resilience for a new normal: Balancing the paradox of global interdependence/Management and Organization Review/2020/16(3)/503~509// Google Scholar ›
54
Liu, S. Y. H./MNE-NGO partnerships for sustainability and social responsibility in the global fast-fashion industry: A loosecoupling perspective/International Business Review/2020/29(5)/~//10.1016/j.ibusrev.2020.101736 Google Scholar ›
55
Lomi, A./The focused organization of advice relations: A study in boundary crossing/Organization Science/2014/25(2)/438~457// Google Scholar ›
56
Luke, R. D./Quasi firms: Strategic interorganizational forms in the health care industry/Academy of Management Review/1989/14(1)/9~19// Google Scholar ›
57
Luo, Y./Controlcooperation interfaces in global strategic alliances: A situational typology and strategic responses/Journal of International Business Studies/2008/39(3)/428~453// Google Scholar ›
58
Meyer, J. W./Institutionalized organizations: Formal structure as myth and ceremony/American Journal of Sociology/1977/83(2)/340~363// Google Scholar ›
59
Ministry of Culture, Sports and Tourism/Periodical Registration Management System/Ministry of Culture, Sports and Tourism/2021/~// Google Scholar ›
60
Moilanen, S./Learning and the loosely coupled elements of control/Journal of Accounting & Organizational Change/2011/8(2)/136~159// Google Scholar ›
61
Newton, J. D./Resolving contradiction in institutional demands through loose coupling/Industrial Marketing Management/2014/43(5)/747~753// Google Scholar ›
62
노성철/다원적 조직 내 정치적 과정과 제도적 압력에 대한 조직의 대응: 두 공영방송사의 사례를 중심으로/인사조직연구/2018/26(2)/83~112/한국인사조직학회/http://dx.doi.org/10.26856/kjom.2018.26.2.83 Google Scholar ›
63
Olson, E, M./The performance implications of fit among business strategy, marketing organization structure, and strategic behavior/Journal of Marketing/2005/69(3)/49~65// Google Scholar ›
64
O'Mahony, S./Boundary organizations: enabling collaboration among unexpected allies/Administrative Science Quarterly/2008/53(3)/422~459// Google Scholar ›
65
O’reilly, C. A./The ambidextrous organization/Harvard Business Review/2004//1~10// Google Scholar ›
66
Orton, D./Loosely coupled systems: A reconceptualization/Academy of Management Review/1990/15(2)/203~223// Google Scholar ›
67
Packard, M. D./On the mitigability of uncertainty and the choice between predictive and nonpredictive strategy/Academy of Management Review/2020/45(4)/766~786// Google Scholar ›
68
Pancs, R./Tight and loose coupling in organizations/Journal of Theoretical Economics/2017/17(1)/20150081~//https://doi.org/10.1515/bejte-2015-0081 Google Scholar ›
69
The External Control of Organizations/Pfeffer, J./Harper and Row/1978/~/// Google Scholar ›
70
Pil, F. K./Modularity: Implications for imation, innovation, and sustained advantage/Academy of Management Review/2006/31(4)/995~1011// Google Scholar ›
71
Rindova, V./To shape or adapt: Knowledge problems, epistemologies, and strategic postures under knightian uncertainty/Academy of Management Review/2020/45(4)/787~807// Google Scholar ›
72
Rogan, M./A network perspective on individual-level ambidexterity in organizations/Organization Science/2014/25(6)/1860~1877// Google Scholar ›
73
Sahaym, A./The influence of information technology on the use of loosely coupled organizational forms: An industry-level analysis/Organization Science/2007/18(5)/865~880// Google Scholar ›
74
Sandberg, R./Working in a loosely coupled system: Exploring practices and implications of coupling work on construction sites/Construction Management and Economics/2021/39(3)/212~226// Google Scholar ›
75
Sapir, A./Loose coupling, conflict, and resistance: The case of IPR policy conflict in an Israeli university/Higher Education/2017/73(5)/709~724// Google Scholar ›
76
Schilling, M. A./The use of modular organizational forms: An industry-level analysis/Academy of Management Journal/2001/44(6)/1149~1168// Google Scholar ›
77
Institutions and Organizations/Scott, W. R./Sage Pub/2001/~/// Google Scholar ›
78
Seo, M. G./Institutional contradictions, praxis, and institutional change: A dialectical perspective/Academy of Management Review/2002/27(2)/222~247// Google Scholar ›
79
Shim, Y. S./2021 Newspaper industry survey/Newspaper & Broadcasting/2021//61~67// Google Scholar ›
80
Siggelkow, N./Persuasion with case studies/Academy of Management Journal/2007/50(1)/20~24// Google Scholar ›
81
Doing Qualitative Research/Silverman, D./Sage Pub/2005/~/// Google Scholar ›
82
Spender, J. C./Organizational renewal: Top management’s role in a loosely coupled system/Human Relations/1995/48(8)/909~926// Google Scholar ›
83
Spender, J. C./Organizational renewal: Desinstitutionalizaion and loosely coupled systems/International Studies of Management & Organization/1996/26(1)/17~40// Google Scholar ›
84
Spitzmuller, M./Terrorist teams as loosely coupled systems/American Psychologist/2018/73(4)/491~503// Google Scholar ›
85
Multiple Case Study Analysis/Stake, R. E./Guilford Press/2006/~/// Google Scholar ›
86
Stern, R. N./The development of an interorganizational control network: The case of intercollegiate athletics/Administrative Science Quarterly/1979/24(2)/242~266// Google Scholar ›
87
Organizations in Action: Social Science Bases of Administrative Theory/Thompson, J. D./Routledge/2003/~/// Google Scholar ›
88
Turner, S. F./A balancing act: How organizations pursue consisteincy in routine functioning in the face of ongoing change/Organization Science/2012/23(1)/24~46// Google Scholar ›
89
Tushman, M. L./Special boundary roles in the innovation process/Administrative Science Quarterly/1977/22(4)/587~605// Google Scholar ›
90
Van der Aalst, W./Loosely coupled interorganzational workflows: Modeling and analyzing workflows crossing organzational boundaries/Information & Management/2000/37(2)/67~75// Google Scholar ›
91
Venkatraman, N./Exploring the concept of “fit” in strategic management/Academy of Management Review/1984/9(3)/513~525// Google Scholar ›
92
Volberda, H. W./Contingency fit, institutional fit, and firm performance: A metafit approach to organization—environment relationships/Organization Science/2012/23(4)/1040~1054// Google Scholar ›
93
Weick, K. E./Educational organizations as loosely coupled systems/Administrative Science Quarterly/1976/21(1)/1~19// Google Scholar ›
94
Making Sense of Organization/Weick, K. E./Blackwell/2001/~/// Google Scholar ›
95
Case Study Research: Design and Methods/Yin, R. K./Sage/2003/~/// Google Scholar ›
96
Case Study Research: Design and Methods/Yin, R. K./Sage/2008/~/// Google Scholar ›
97
Yin, X./The strategy/governance structure fit relationship: Theory and evidence in franchising arrangements/Strategic Management Journal/2004/25(4)/365~383// Google Scholar ›
98
Zhang, J./Decoupling strategy and modular design for loosely coupled organizations/Discrete Dynamics in Nature and Society/2021//~//https://doi.org/10.1155/2021/8490335 Google Scholar ›
99
Zietsma, C./Institutional work in the transformation of an organizational field: The interplay of boundary work and practice work/Administrative Science Quarterly/2010/55(2)/189~221// Google Scholar ›

상호 모순되는 구조적 요구 해결 기제로서의 헐겁게 연결된 시스템(Loosely Coupled System): 협회 소속 언론매체 사례를 중심으로